Transcript Slide 1

CoE Performance Planning
College Strategic Planning Workshop
Bud Baeslack
Dean, College of Engineering
The Ohio State University
October 26, 2007
College Strategic Planning Workshop
College of Engineering
Why College Level Strategic/Performance Planning?
• Aligns College through one aspiration, common vision and
direction
• Provides a detailed, but evolving roadmap for collectively
reaching our goals
• Promotes disciplined, prioritized allocation of resources
College Strategic Planning Workshop
College of Engineering
Components of Strategic/Performance Planning
• Situation Analysis
• Visioning and Goal Setting
• Program/Activity Planning
• Human Resource Planning
• Facilities Planning
• Information Technology Planning
• Financial Planning
College Strategic Planning Workshop
College of Engineering
Outline of CoE Strategic Planning Process
• Performed Situation Analysis at Unit and College Levels
• Renewed CoE Vision, Mission and Values
• Defined Overarching Goals and Objectives
• Developed and Prioritized Specific Strategies and Action Plans
• Determined Strategic Indicators and Performance Tracking
• Developed Fully-Integrated Performance Plan
• Developed and Initiated Implementation Plan that Involves Annual
Review and Update of Plan and Integration with Budget Planning
College Strategic Planning Workshop
College of Engineering
Step 1 – Unit Portfolio Assessment*
• Situation Analysis
• Vision and Mission
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Scope and Metrics
Strengths and Weaknesses
Competition
Challenges (organizational, operational, fiscal)
Status and Success/Failure of Past Planning Activities
• Directive Questions
• What are your intellectual core/program areas?
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In which areas are we national leaders?
In which areas do we have strength to be leaders?
What areas are so vital that we must be leaders?
What areas must we transform or give up?
*From Rensselaer Planning Process
College Strategic Planning Workshop
College of Engineering
Step 2 – Leadership Team Performance Planning Retreat
• Presentation of Global/National Vision and Perspectives of Engineering Education
based on NAE Report “The Engineer of 2020”
• Tutorial/Discussion on National Situation Analysis, Strategic/ Performance
Planning Concepts and Processes, Innovation/Creativity, Leading Change
(Reviewed Concepts from Good to Great and Built to Last by J. Collins and Leading
Change by J. Kotter)
• Associate Deans Presented Collective CoE-Level Situation Analysis
• Discussed Performance Planning Process
• Reviewed and Renewed Vision and Mission
• Developed Framework of Six Overarching Goals, Proposed Interdisciplinary
Research Focus/Signature Areas.
CoE Vision
• We will achieve world-class stature as a college
of engineering through our excellence and impact
in education, research and outreach.
• We will be nationally recognized as the preeminent college of engineering in achieving our
land grant mission – ensuring Ohio’s global
competitiveness and future prosperity.
Excellence • Impact • Innovation
Advancing a Legacy
of Learning and Leadership
Five-Year Plan for
Advancement
Excellence • Impact • Innovation
is a first for the College of
Engineering at The Ohio State
University. As a Performance
Plan, it is a living document that
focuses on achieving six goals by
2012 with specific metrics to
chart annual progress. The Plan
identifies strategies and action
steps to prioritize work, and to
guide investment over the
coming years.
Six Performance Goals
1. Deliver an outstanding 21st century
undergraduate education
2. Enrich and advance graduate
education
3. Grow research by focused
investment in key areas
4. Increase the diversity of students,
faculty and staff
5. Strengthen stakeholder relationship
6. Optimize College administration
and operations
College Strategic Planning Workshop
College of Engineering
Step 3 – Developing and Prioritizing Strategies and Actions
• Established Faculty/Staff Working Groups for Each Overarching Goal, Each Group
Led by a Faculty Member (except Goal 6) and Supported by Senior Staff Member
• For Each Overarching Goal, Working Group Performed SWOT Analysis, Defined
and Prioritized Specific Sub-Goals, Strategies, Implementation Actions, Performance
Metrics and Resource Requirements
• Rolling Plans Developed With Three to Five Year Time Frame, Strong Emphasis on
Innovation, Non-Incremental Advancement, Global Perspective, in Context of
University Academic Plan
• Dean Met With Each Group at Onset of Process and Periodically With Group Chair
or Entire Group. Each Group Developed Written Report and Powerpoint Presentation
• Working Groups Met Collectively for Cross-Cutting Session, Constructive
Criticism, Plan Coordination, Elimination of Duplication
Deliver an Outstanding
21st Century Undergraduate Education
Distinctive Programs Will Prepare Students for Global Technology Leadership
Strategy 1
Establish the Engineering Education Innovation Center (EEIC) to enrich the
student experience and to strengthen the academic credentials of our undergraduates
Action Steps
• Establish and recruit an endowed chair
in Engineering Education Innovation to
provide intellectual and programmatic
leadership
• Create the physical infrastructure and
develop revenue streams for EEIC
activities
• Design and construct innovative
classroom and laboratory spaces,
incorporating advanced information
technology to support interactive,
student-centered learning
• Expand undergraduate programs
to include product realization and
entrepreneurship minors, and to
increase interdisciplinary design
experiences, leadership
development, service learning,
international studies and
internships
• Develop engineering technology
courses and minor programs for
non-majors
Deliver an Outstanding
21st Century Undergraduate Education
Distinctive Programs Will Prepare Students for Global Technology Leadership
Strategy 1
Establish the Engineering Education Innovation Center (EEIC) to enrich the
student experience and to strengthen the academic credentials of our undergraduates
Four Key Metrics
• College and program rankings in U.S.
News & World Report – achieve top
20 undergraduate engineering
programs ranking by 2012
• Number of undergraduate students
participating in research – grow to
25% by 2010
• Size, quality and diversity of freshman
class – achieve sustainable freshman
class of 1,250 students with 20%
women and 5% underrepresented
minorities by 2012
• Increase number of faculty recognized
for teaching excellence and innovation
Grow Research by Focused Investment in Key Areas
Interdisciplinary Centers and Tech Transfer Will Lead the Way
Strategy 1
Promote breakthrough faculty research and scholarship by investing
strategically in key focus areas and increasing the transfer of discoveries to
commercialized technology
Action Steps
• Develop and implement a plan for investing in the following research areas, which
build on existing research strengths and priorities
• Advanced Materials
• Bioengineering
• Computation and Information
• Design
• Energy, Environment and Sustainability
• Manufacturing
• Mobility and Transportation
• Power and Propulsion
• Recruit 15 world-class senior and high-potential junior faculty in designated focus
areas – cluster hire in areas of Computational Materials and Energy
• Establish two new major multidisciplinary and interdisciplinary Centers and/or
research clusters each year that are aligned with key focus areas
• Increase the transfer of new discoveries to commercialized products
Grow Research by Focused Investment in Key Areas
Interdisciplinary Centers and Tech Transfer Will Lead the Way
Strategy 1
Promote breakthrough faculty research and scholarship by investing
strategically in key focus areas and increasing the transfer of discoveries to
commercialized technology
Four Key Metrics
• Hiring rate of faculty – achieve hiring goals of University’s
targeted investment program
• Total research expenditures per year – increase 10% a year
• College and program rankings in U.S. News & World Report –
achieve top 20 graduate and research ranking by 2012
• Number of major research Centers with significant funding –
add two per year
Increase the Diversity of Students, Faculty and Staff
Value and Promote Cultural, Gender and Racial Differences
Strategy 1
Establish a Diversity Excellence Council to advise the Dean and College
leadership team on fostering a learning environment and culture that value and
support diversity
Action Steps
• Recruit and appoint College faculty, staff and students to the Council who
represent the diverse composition of the College
• Assess and recommend improvements to existing student diversity
programs, including the Women in Engineering Program and the Minority
Engineering Program
• Stimulate partnerships across campus and with alumni and industry to
establish new diversity programs and seek financial support for these
initiatives
Increase the Diversity of Students, Faculty and Staff
Value and Promote Cultural, Gender and Racial Differences
Strategy 1
Establish a Diversity Excellence Council to advise the Dean and College
leadership team on fostering a learning environment and culture that value and
support diversity
Four Key Metrics
• Number of women and underrepresented minority faculty – over next
five years hire
• 10 women and five underrepresented minorities
• Number of minority applications and acceptances – increase 5%
each year
• Increase percentage of women and minority graduate students
• Improve promotion, tenure and retention rates of women and
underrepresented minority faculty
College Strategic Planning Workshop
College of Engineering
Step 3 – Developing and Prioritizing Strategies and Actions
(continued)
• Dean andWorking Group Leader Presented Reports to Faculty and Staff at
Department Meetings, Dean’s Strategy Council; Incorporated Feedback into Draft
Plan.
• Consolidated and Integrated Working Group Reports into Draft Performance Plan,
Reviewed With Leadership Team, Working Groups, Student Leadership, External
Stakeholders, etc.
• Finalized Performance Plan With Communications Consultant, Distributed Broadly
to Campus, External Constituencies. Effective as Marketing and Development Tool.
College Strategic Planning Workshop
College of Engineering
Step 4 – Performance Plan Review and Communication
• Performance Plan Progress is formally reviewed each Fall, the Plan is
Updated and Drives the Subsequent FY Budget Allocation Process
• Dean meets with each Department Faculty to Review Progress and Draft of
Updated Performance Plan
• Quarterly Performance Plan Updates and an Annual Performance Plan Report Card
are Provided on CoE Web Page
• During FY08 All Academic Units Are Required to Develop Performance Plans That
Support the CoE Overarching Performance Plan and That Incorporate Basic
Components of CoE Performance Plan and Planning Process
Excellence • Impact • Innovation
Performance Plan is a
Collaborative, Living Document
A First for the College
When metrics are linked to the College’s vision and goals, a
measurement will exist to chart progress. Metrics allow:
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The vision to be clear to faculty, students, staff and stakeholders
Regular reporting on the College’s progress in achieving Plan goals
Clear communication on what is important to the College
A focus on continuous improvement with an eye toward where we are
going, not where we have been
• Transformational change throughout the College
Every year, the College will prepare a scorecard that
charts its progress in reaching the goals, strategies and
action steps detailed in the Plan. This scorecard
translates ideas into clear, actionable results that are
readily understood by all members of the College
College Strategic Planning Workshop
College of Engineering
Performance Planning – Challenges
• Achieving Innovative, Out-of-the-Box Thinking, Non-Incremental Change,
Aggressive Implementation, Realistic Fiscal Planning
• Assuring Effective Engagement and Communication with Internal and
External Stakeholders During Planning and Implementation Processes –
Making it “Their” Plan
• Enthusiasm and Energy for Major Planning Activity During Challenging
Fiscal Times, and Overcoming Past Planning/Implementation Failures
First they ignore you, then they ridicule you, then they fight you,
then you (may) win."
-- Mahatma Gandhi